The 2014-17 Strategic Plan for Midway College • 3
Because We Care…
This opening phrase of our strategic plan’s theme literally wrote itself. It emerged so clearly to our work group that we all were amazed. It resonated with what I had heard over and over again in my conversations with students, faculty, staff, alumni, board members and college supporters. Everyone cares deeply about Midway College and we have a strong network of supporters. This phrase reinforces that foundation of strong support.
…Quality Education for All
This second phrase reinforces the complexity of our mission and willingness to serve many student populations. Our mission statement provides the world with an understanding of who we serve, what we do, and why we exist. This plan also re-introduces our core values, which are shared with the Christian Church (Disciples of Christ) and reflect the beliefs of our founder, Dr. Lewis L. Pinkerton. These values have shaped us and should continue to drive the culture of our organization.
In addition, this plan includes a longer-term view of the institution. The vision statement includes an aspiration for Midway College to become Midway University. That does not mean the institution will have 10,000
students and sponsored research programs. Midway University will be a small, regional university with about 1,700 students by 2017, and it will have a balance of students in the Women’s College and in coeducational undergraduate and graduate programs. University status will more aptly capture the diversity of our mission, the breadth of our programs, and our intent to recruit students and faculty internationally.
It is with pleasure that I share with you our strategic plan 2014-2017 – Because We Care… Quality Education for All.
John P. Marsden, PhD President, Midway College
About Midway College
Midway College was founded in 1847 by Dr. Lewis L. Pinkerton, a Christian Minister. Originally named the Kentucky Female Orphan School, the purpose of the institution was to educate female orphans to become teachers. Over the years, the institution has evolved and became Pinkerton High School, Midway Junior College, and finally Midway College.
Today, Midway College serves three distinct student populations: traditional undergraduate women students in the Women’s College; both men and women in accelerated, undergraduate programs; and both men and women in graduate programs. We offer majors in the arts and sciences, teacher education, business, health sciences, equine and sport studies that are delivered in the classroom and online.
The 2014-17 Strategic Plan for Midway College • 5
Our Strategic Plan Process
This plan was developed over the course of several months and adopted by our Board of Trustees in November 2013. A campus-wide survey was administered to various constituents in April 2013. Discussion sessions were then held with constituents to review the survey findings and complete interactive exercises. A strategic planning work group, consisting of faculty, staff, and administrators, was convened in Fall 2013 to draft a plan based on data collected from the campus strategy sessions. A draft of the plan was presented to the campus in October 2013, and written feedback was solicited through our online portal. Upon its adoption in November 2013 by the Midway College Board of Trustees, action plans and work teams were formed to address each specific tactic of the plan. The College will regularly report its progress to the campus community throughout the coming months and years.
Mission Statement
Midway College shapes and inspires the lives of students in Kentucky’s only college for women and in coeducational undergraduate and graduate programs through a student-centered, global education that leads to rewarding careers and responsible citizenship (adopted November 7, 2013).
Vision Statement
Midway College will become a regional, vibrant University committed to academic quality and individual achievement.
Values
Midway College fosters core values shared by the Christian Church (Disciples of Christ) and reflect the beliefs of our founder, Dr. L.L. Pinkerton. These values include: · Valuing the dignity of all people
· Acting with integrity and responsibility · Viewing self as part of the community · Living life within a global context · Providing service to others · Pursuing life-long learning
The 2014-17 Strategic Plan for Midway College • 7
Strengthen
our Core
Enhance the
Midway
Experience
Strategic Plan Themes
The plan consists of three themes as well as goals and tactics associated with each theme. Since Midway College is in the process of addressing many challenges, the first theme includes goals to help us Strengthen our Core in terms of personnel, practices, compliance, finances, marketing, and technology. With a more solid core, the second theme focuses on our need to Enhance the Midway Experience by strengthening learning, co-curricular programming, facilities, campus engagement, and community partnerships. The last theme – Grow Strategically – is contingent on the two previous themes and is necessary to renew the institution. The plan is short-term in nature and consists of both operational solutions and visionary ideas.
Strategic Plan Themes
The plan consists of three themes as well as goals and tactics associated with each theme. Since Midway College is in the process of addressing many challenges, the first theme includes goals to help us Strengthen our Core in terms of personnel, practices, compliance, finances, marketing, and technology. With a more solid core, the second theme focuses on our need to Enhance the Midway Experience by strengthening learning, co-curricular programming, facilities, campus engagement, and community partnerships. The last theme – Grow Strategically – is contingent on the two previous themes and is necessary to renew the institution. The plan is short-term in nature and consists of both operational solutions and visionary ideas.
Grow
Strategically
Strengthen our Core
Goal 1: Ensure Faculty and Staff Understand and
Embrace the Mission, Vision and Values
of the Institution
• Develop an orientation and ongoing communication program for all all employees focusing on mission, values, policies, job descriptions, documentation, and customer service
• Revise handbook that covers the institution’s policies and procedures for its personnel
• Develop training program specifically for supervisors and managers
• Ensure growth and accountability through evaluation and improvement plans
Goal 2: Strengthen Staff and Faculty Development
and Qualifications
• Increase percentage of faculty with terminal degrees (the highest degree awarded in field of specialty) to 75%
• Reduce teaching load for faculty from 15 credits to 12 credits each semester with additional expectations for advising and scholarship
• Develop sabbatical program for faculty
• Create faculty and staff development programs
• Develop a Visiting Scholar/Executive/Artist/Scientist/ Politician Program
• Implement competitive compensation plan for faculty and staff
• Establish recognition event for faculty and adjunct teaching, advising, and staff achievement
Goal 3: Ensure Regulatory Compliance
• Obtain institutional reaffirmation by the Southern Association of Colleges and Universities Commission on Colleges (SACSCOC)
• Build culture of continuous assessment of student learning outcomes and all offices
• Identify and pursue program specific accreditations that will enhance the degree programs
• Establish taskforce to conduct a compliance assessment and oversee compliance issues
The 2014-17 Strategic Plan for Midway College • 9
Goal 4:
Balance the Budget each Fiscal Year
and Reduce Debt
• Establish budget process with controls and accountability
• Review and negotiate all institutional contracts, benefits and debt • Review and implement best practices related to tuition pricing, financial
aid awarding, discounting, and tuition payments
• Develop and implement a fundraising plan with goals to increase alumni giving, the unrestricted annual fund, grants, major gifts, and the
President’s Circle Giving Society
• Build reserves for debt payments and reinvestment in new programs and the institution
• Conduct a complete review of all academic programs, courses, locations and mode of delivery
Goal 5: Enrich Communications to Support the
Strategic Plan, Enrollment Plan, and Fundraising
• Implement a comprehensive marketing plan based on the mission, vision, and brand of the institution
• Promote the stories and expertise of the institution to increase visibility • Create a new website, revise print and electronic publications, and update the social media strategy
• Develop style guide and aesthetics plan for building interiors and campus grounds
• Scan all historical archives (e.g. photos, yearbooks) and create a searchable database
Goal 6: Strengthen Technological Resources
• Transform the library to incorporate a technology center for electronic resources, virtual research, and instructional technology
• Move to an internal learning management system (LMS) • Develop a replacement plan for all technology on campus
• Integrate additional modules to existing enterprise resource planning (ERP) software system
Enhance the Midway Experience
Goal 1:
Establish the Institution as a Destination
for Women’s Issues and Leadership
• Establish an annual symposium of women leaders
• Develop co-curricular programming focusing on issues facing women
• Develop a Midway Mentors program to connect high school students with Midway College
• Develop a minor in Women’s Studies
Goal 2: Strengthen Experiential Learning
for All Students
• Create a Career Readiness Service Center to provide programming and events to prepare students for entry into their career
• Expand applied learning opportunities (on and off campus)
• Develop a scholarship program for faculty and student research collaboration
• Expand study away opportunities and short-term faculty and student exchanges
• Use work study opportunities to provide applied learning
• Provide students with the skills to support experiential learning
Goal 3: Enhance Support Services for All Students
• Expand the mentoring program for underrepresented minorities in Woodford and Fayette counties for college readiness
and retention
• Expand face-to-face and virtual peer tutoring services
• Offer study skills workshops designed for each student population
• Expand the Academic Coaching and Enhancement Service
• Offer counseling services and expand health services
• Provide financial aid and financial literacy counseling
• Develop a college readiness program to transition students into college academics
The 2014-17 Strategic Plan for Midway College • 11
Goal 4: Build a Campus Culture of Engagement
• Implement an ongoing Eagle Prep Program (registration weekends, orientation, and events) to assist students in making connections to the institution
• Provide an orientation for online students
• Develop special courses relevant to first-year Women’s College students
• Create a robust advising program that supports and engages students • Develop venues for faculty to showcase their teaching and scholarship • Create events for faculty/staff/student involvement sponsored
by student organizations
• Increase faculty and staff presence at co-curricular and athletic events • Develop campus-wide Day of Service in the fall
• Develop campus-wide health and wellness initiative
• Expand co-curricular programming to encourage the spiritual development of students
• Internationalize the campus by promoting more multicultural and international activities. In addition, provide professional development opportunities for faculty and visiting faculty from international universities
Goal 5: Bring Community Members to Campus
• Refocus all alumni associations to increase networking with each other and students
• Define all advisory boards and their functions to align with mission, vision and strategic plan of the college
• Develop an annual event to highlight women (and men) who have been leaders in representing women’s issues and have made an impact that benefits women in Kentucky. In addition, to honor someone who has had a direct impact on Midway College and its mission.
• Establish a facilities and catering rental program
• Ensure the success of Francisco’s Farm Arts Festival (returns to campus Summer 2014).
• Establish strategic partnership with The Homeplace of Midway (new assisted living center adjacent to campus)
• Strengthen partnerships with community and professional organizations
Goal 6: Improve Campus Facilities
• Renovate the dining hall
• Renovate at least one residence hall
• Explore developing a community athletics center or local hotel
• Upgrade athletic fields (soccer, softball, tennis courts)
• Renovate second floor of Marrs Hall for Admissions and create a welcome center
• Upgrade equestrian fencing and field housing
The 2014-17 Strategic Plan for Midway College • 13
Goal 1: Increase Total Student Enrollment to 1,700
by Fall 2017
• Restructure admissions and financial aid to fit “best practice” models
• Redesign the scholarship awarding process to identify most qualified students
• Increase articulation agreements with community colleges
• Establish partnerships with domestic and international universities
• Establish dual enrollment programs with high schools and community colleges
• Create degree ladders for programs
• Establish a retention task force to monitor why students are leaving and staying and develop an action plan to continuously improve retention
Goal 2: Add New Academic Programs
• Develop at least six new, distinctive associate and baccalaureate programs
• Develop two new graduate programs
• Develop a distinctive general education curriculum that will provide opportunities for leadership and the development of thinking and communication skills
• Create a distance education taskforce to investigate technology assisted instruction
• Create an Honors program
Goal 3: Add Athletic Programs
• Establish a coeducational intramurals program for traditional and nontraditional students
• Explore intramural offerings for course credit and wellness requirements
• Conduct a review of all existing and potential
intercollegiate athletic teams and impact on staffing and facilities
Goal 4: Build a Summer Program
• Establish a summer camp program for youth, adults, and seniors focused on athletics, contemporary issues, fun, and leadership
• Create a summer art series consisting of art exhibits, theater performances, and writing workshops
• Offer continuing education opportunities for professionals
Goal 5: Build an After-school Program Targeting K-12
• Provide tutoring services by our students through paid internships
• Offer a reading program, foreign language opportunities, and music lessons
• Provide horseback riding lessons
